As South Africa accelerates the rollout of new energy infrastructure, the conversation is increasingly shifting from project approvals and funding announcements to a more pressing reality: delivery. While capital, technology and policy alignment remain critical, a growing number of projects are finding that execution risk, particularly within the supply chain, can determine success or failure.
Energy infrastructure projects are capital-intensive, technically complex and highly time- sensitive. In this environment, even a single supplier failure can trigger delays, cost overruns and operational setbacks that ripple across an entire development. According to Gerjo Hoffman, co-founder and CEO of Open Access Energy, supplier vetting has become one of the most underappreciated yet essential components of effective risk management in the energy sector.
“When a supplier fails to deliver, whether that’s equipment, services or operational support,the impact rarely remains isolated,” Hoffman explains. “What often starts as a single delaycan quickly cascade into broader schedule disruptions, increased costs and compromised project performance.”
These risks do not end at construction. Weaknesses in the supply chain can also underminea project’s financial credibility, particularly in a market where investors and lenders arebecoming more cautious. Hoffman notes that financiers are paying closer attention toexecution risk, seeking reassurance that suppliers are financially stable, operationallycapable and able to meet their commitments throughout the full lifecycle of a project.
As a result, supplier vetting has evolved well beyond a basic compliance exercise. Rather than relying solely on certifications or historical track records, developers are increasingly adopting more rigorous assessments that examine financial resilience, safety and regulatory compliance, delivery performance and long-term operational capacity.
“In today’s environment, a narrow approach is no longer sufficient,” Hoffman says.
“Developers need a multidimensional understanding of whether a supplier can perform reliably under real-world conditions, not just whether they meet requirements on paper.” This shift has been driven in part by the growing complexity of energy projects. Many developments now involve multiple suppliers operating across different jurisdictions, extended logistics chains and components sourced from global markets. At the same time, evolving regulatory frameworks, grid capacity constraints and connection delays continue to place pressure on project timelines.
According to Hoffman, early and thorough supplier vetting allows developers to identify vulnerabilities before construction begins. “It enables teams to anticipate bottlenecks, assess exposure and address risks proactively, rather than responding once problems have already surfaced on site,” he says.
Beyond risk mitigation, supplier assessment is increasingly being viewed as a strategic differentiator. Developers that integrate robust vetting processes into early project planning are often better positioned to make informed decisions, maintain momentum and present stronger investment cases.
“That level of discipline is recognised by financiers,” Hoffman adds. “It signals that a projecthas been designed with execution quality in mind, not just ambition.”
As South Africa continues to attract private capital into its energy sector, execution capability is emerging as a key measure of credibility. Supplier vetting is no longer seen as a box-ticking exercise, but as a foundational element of long-term project resilience.
“At its core, it’s about building strength into a project from the ground up,” Hoffman concludes. “Strong supplier relationships protect investments, support reliable delivery and ultimately contribute to a more credible and sustainable energy sector.” Integrate rigorous supplier vetting early to reduce execution risk, strengthen project credibility, and protect long-term value.
